BCS Commercial Awareness Training | BCS Training

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Introduction
Course Details
Course Content
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A Quick Glance

Accredited by BCS
Learn the Budgeting Process and its intricacies
Evaluate financial cases using the Three Techniques
Access to the Commercial Awareness course-ware and certified tutors
Low Cost of Certification
Certification Recognized by Global Leading Brands

The era of monopolistic organizations is coming to an end while competition is growing. In order to be successful, an organisation needs to collaborate with suppliers, competitors and outsourcing partners. For the businesses to operate successfully new approaches are required to operate through using methods such as restructuring, changing the organisational behaviour, modifying the internal and external boundaries, and deploying performance measuring techniques.

To deal with such problems, business analysts must master their commercial skills to deal with their partners and customers successfully. This course deals with the commercial and organisational knowledge which is expected from professionals undergoing business analysis. Commercial Awareness can be classified into Business Finance and Organisational Behaviour. We at Pentagon Training provide the delegates with a unique opportunity to learn and better their communication skills. This BCS training is covered in a time frame of just 3 days.

Who should take this course

At Pentagon Training, we impart this course to delegates who wish to understand the structure, operation and behaviour of organizations. It is also targeted at those professionals who want to acquire skills to bring about a business change and are involved with the organization as one of the following:

Business Analysts
Program Manager
Project Manager
Solution Architects
Service managers

Prerequisites

The course comes with no prerequisites.

Evaluating A Financial Case Through Three Techniques
Understand what is Costing and Pricing
Cash Flow Forecasting and Budgeting
Financial Accounting Documents and Their Contents
Understand Financial Accounts
Discuss Required Business Performance Ratios
Define Porters Five Forces Framework and Value Chain
Describe Boston Consulting Group’s Matrix

Key Learning Points

Tutor Support

Certificate

Courseware

Course Overview

The course (as shown in the figure) is made up of two parts - Business Finance and Organisational Behaviour. During the schedule of the course – the first part covers Finance for IT Decision Makers and the second covers Business Analysis Techniques and Organisational Behaviour. The Trainers hold a certificate in this course , a two-year training experience or 1 year recognised qualification. The trainer also has to possess a three-year practical experience in the same stream.

Examination:

The candidates are required to sit for the exam after the course. The exam lasts for one hour and is a closed book exam with multiple choice questions. The exam recommends an accredited training from BCS but it is not a requirement. To get certified the candidate must score 65% marks. BCS allows the use of calculators during the exam. No mobile technology will be allowed.

Candidates sitting for an exam must carry identification of some means such as Passport, Driving License, or Student Card. Following the exam, the candidate will be sent an email from BCS asking you to register for your exam. Once registered the candidate can log in and view the exam result from their accounts.

Additional time of 15 minutes is allowed for differently abled candidates or those who have a different native language than the language of the examination.

Course Content

Part 1 – Business Finance

1.Evaluating a Financial Case

Purpose of Building a Financial Case
Techniques used for evaluating a Financial Case
- Payback
  - Calculation
  - Payback and Risk
  - Limitations of Payback
- Discounted Cash Flow /Net Present Value
  - Purpose
  - Calculation
  - The NPV Decision Rule
- Internal Rate of Return
  - How to derive IRR
  - How IRR is used
  - The IRR Decision Rule

2.Budgeting, Costing and Pricing

Budgets and Departmentalised Businesses
- The purpose of budgets
- Reasons for departmentalization
- Cost centres and profit centres
Cash Flow and Cash Management
- Cash flow forecasting
- Use of cash flow in decision making
- Cash flow and profit
Costing and Pricing
- Fixed and Variable costs
- Direct and indirect costs
- Break even and Contribution Analysis

3.Financial Reporting and Analysis

Statement of Financial Position (Balance Sheet)
- Purpose and Structure
- The nature, purpose and types of Capital
- Current and non-current liabilities
- Current and non-current assets
Income and Expenditure (Income Statement, Profit and Loss Account)
- The importance of Operating Profit
- Revenue (turnover)
- Cost of Sales
- Administrative Expenses
- Profit after Tax
Statement of Cash Flows (Cash Flow Statement)
Ratios (formulae and interpretation)
- Profitability Ratios: Operating Margin and Return on Capital Employed ratios
- Liquidity (Cash Management) Ratios: Current and “Acid Test” ratios
- Gearing (Leverage) Ratio: Debt/Equity Ratio

Part 2 – Organisational Behaviour

1.Market analysis and competitive advantage

Analysing the business domain - Porter’s Five Forces Analysis
Analysing the portfolio - Boston Box
Delivering value - Porter’s Value Chain

2.Organisational behaviour and culture

What is organisational behaviour?
Organisational effectiveness and the Balanced Scorecard
Understanding and analysing culture
- Organisational Cultural Types (Deal and Kennedy; Handy)
- International Cultures (Hofstede)
- The Cultural Web

3.Group formation

Groups and group dynamics
Formal and informal groups
- Groups and group tasks
- Characteristics of formal groups
- Homan’s theory of group formation
- Tuckman and Jensen’s theory of group development
- Characteristics of informal groups
- Social networks

4.Principles of organisational structure

Organisation structuring
- Elements of organisation structure
- The six Structure Levels
- The Leavitt Diamond
Types of jobs
- Work specialisation
- Flat and tall hierarchies
- Span of control
Line, staff and functional relationships
Formalisation of rules and procedures
Centralisation v decentralisation
- Advantages
- Disadvantages

5.Operating models

Organisation structures and their characteristics
- Functional
- Divisional – product or service/ geography/ customer
- Matrix
- Team-based – cross functional/ project
Organisational boundaries
- Boundaryless organisations
- Outsourcing
- Offshoring
- Hollow organisation structures
- Modular organisation structures
- Virtual organisations
- Collaborations and strategic alliances

BCS Certificate in Commercial Awareness Enquiry

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Reach us at +44 1344 961530 or info@pentagonit.co.uk for more information.

About Peterborough

Peterborough

In Cambridgeshire, a cathedral city is located called Peterborough. It had a population of 183,631 in 2011. Historically, it is a part of Northamptonshire. It is 121 km north of London located on River Nene which flows into the North Sea 48 km to north-east. Between London and Edinburgh, a railway station on East Coast Main Line is an important stop.

Human settlement in this area started before Bronze Age. Monasteries were built in an Anglo-Saxon period called Medeshamstede which was later known as Peterborough Cathedral.

After the arrival of railways, the population grew rapidly. Peterborough is known for its brick manufacturing. Population and housing expanded. Industrial employment declined with a significant proportion of commercial distribution and services.

History

In 1901, the population of Peterborough was 30,000. During the 20th century, conditions in Peterborough got improved. In 1900 Peterborough gained an electricity supply. In Cumbergate FeoFee almshouses were constructed in the year 1903. Between 1903 and 1930 electric trams started running through streets of Peterborough.

In 1911 first cinema was opened. In 1920s first council houses were established in Peterborough. In 1928 War Memorial Hospital was built. City Museum was opened in 1929. In 1933 new Town Hall was built. New bridge over Nene in Peterborough was constructed in 1934. The public swimming pool was opened in 1938.

In 20th century, many industries developed in Peterborough that include tool and corset making. Destiny of Peterborough changed forever in 1967 when it was decided to establish it as a new town. At that time Peterborough had a population of around 80,000. In 1968 Development Corporation was formed.

Construction began dramatically in 1970 at Peterborough. In the 1970s and 1980s new suburban areas were established at Orton and Bretton. New District Hospital was established in 1969 in Peterborough. This hospital was incorporated with old War Memorial Hospital. In 1973 Key Theatre was built.

The new shopping centre was opened in Peterborough in late 20th century. In 1964, Hereward Cross Centre was opened. In 1982 Queensgate Centre was opened. In 1989 Rivergate Centre was opened. Peterborough included various industries like a brick, tile marking, diesel engines, farm machinery and electrical equipment. The present population of Peterborough is 186,000.